ABSTRACT
This chapter describes various steps in the cultural change dynamic in order to, at least loosely; describe the emergence and formulation of the ideas and frameworks of those managers initiating the cultural programme as a planned change. People investigate how the managers perceive the situation prior to the conception and initiatives of the cultural change programme, what management wants to achieve by initiating such work, and how they work with issues of design, implementation and interaction with the rest of the company. When employees talk about the existing culture they elevate the type of education and professional background people have by referring to them as engineers and technicians, presumably forming a technologically oriented culture. There is both a kind of positive acknowledgement of this, the opportunity of developing and using sophisticated knowledge, and a negative, focusing on the engineering and technological orientation as forming an arrogant, narrow-minded kind of thinking detached from the market and customers external to the organization.
